Purpose -This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice. Design/methodology/approach -The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice. Findings -The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.Research limitations/implications -The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to different elements of justice. Practical implications -This paper has practical implications for HRD, as it provides HR practitioners with suggestions on how to increase the perceived justice of the PA system. Originality/value -The value of this paper is to HR practitioners who design PA systems, and also managers acting as appraisers of their subordinates.
Purpose -This paper aims to examine the dynamics of individual and organizational characteristics in work-family conflict (WFC) and career outcomes. It aims to consider the role of self-esteem, career management and multiple life role commitment, and, as individual characteristics, on WFC and career outcomes; it also seeks to consider the role of career encouragement and organizational culture, as organizational characteristics, on WFC and career outcomes. Design/methodology/approach -The research was carried out in a sample of 399 females at different levels of management in Greek organizations. The hypotheses were tested using structural equation modeling. Findings -The findings show that both individual and organizational characteristics are significant in determining WFC and career outcomes. No relationship is found between WFC and career outcomes. Overall, the results support the depletion theory. Research limitations/implications -Limitations of this study are: the complexity of the model, the use of cross-sectional data in causal modeling that makes it difficult to disentangle the directions of paths, and the use of only self-report survey data. Research in progress addresses these issues by incorporating qualitative data collected from a sub-sample of managers. Practical implications -The paper highlights the outcomes of the choices women make in the work and non-work domains in order to balance the demands of each. Originality/value -The paper highlights that WFC is considered both as an outcome and as a mediator in the relationship between individual and organizational characteristics and career outcomes.
This paper attempts to interpret the HRM practices studied through the CRANET research in the light of the general societal culture tendencies as revealed by the GLOBE study. The study analyses the nine dimensions of societal culture, using data from 19 countries that have participated in both studies (Australia, Austria, Denmark, Finland, France, Germany (former East and West), Greece, Ireland, Israel, Italy, Japan, The Netherlands, Portugal, Spain, Sweden, Switzerland, Turkey and UK). The most significant correlations between societal culture and HRM have been isolated and will be discussed. Results show that the function that seems to be related the most to culture is internal communication, while the least related is rewards and benefits. This study's findings could serve as a guide in transferring HRM policies within MNCs or across countries, as they give an indication of the most culture‐sensitive practices and the way they are related to societal culture characteristics.
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